100M Offers (Alex Hormozi) (z-lib.org).pdf

ACQUISITION.COM VOLUME I: $100M OFFERS
HOW TO MAKE OFFERS SO GOODPEOPLE PEOPLE FEEL STUPIDSAYING NO

Copyright © 2021 by Alex Hormozi
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WHAT OTHERS HAVE SAID
“After spending one day with Alex, we added $5 MILLION PER YEAR in profit without adding any new services. When Alex talks about
acquisition, you should listen (as long as you don’t hate money).”
BROOKE CASTILLO, CEO, LIFE COACH SCHOOL
“My career can be broken into two chapters: the first was 15 years of banging my head against the wall trying to figure out why I was not
fulfilling my potential. The second chapter started when I read ‘$100M Offers’ by Alex hormozi. It was then that I had the confidence to know
exactly how to have the success that I knew I was capable of enjoying. If you are a business owner that is done settling for less than your
potential, this book will quickly show you that it’s not your fault; no one has taught you how to make irresistible offers. This book will change that
within a few chapters. Consider this book your second chapter. It is an absolute game changer.”
RYAN DANIEL MORAN FOUNDER, CAPITALISM.COM
“We first found out about Alex and instantly bought his book. It’s the best book I’ve ever read really in business. Probably the biggest thing I
learned from him is that so many times in business you want to charge your customers more and you almost feel guilty like ‘oh my gosh can I
really do this?’ but I think there's nobody better that really puts packages and prices together that not only you can increase your price for your
business but you're also increasing the value for the customer at the exact same time. Since we started working with him...within two months...our
business was already doing $10M/yr in sales...INSTANT DOUBLE and it’s only been two months since we came in touch with him and our
business is on a run rate to do $23M/yr in sales now. Just from changing our pricing, our packaging, and at the same time delivering better
results and outcomes for the clients that we work with.”
ANDREW ARGUE FOUNDER, CEO ACCOUNTINGTAX.COM

GUIDING PRINCIPLES
There are no rules.

To Leila:
You are my ride-or-die:
a term used to describe a person (usually a woman) that is willing to do anything for their partner, friend, or family, even
in the face of danger.
Couldn’t do this without you . . . and wouldn’t want to.
You make waking up everyday worth it.
Thank you for being unapologetically you.
You’re a down motherfucker.
To Trevor:
You're the best friend a guy could ask for.
Thank you for spending hours upon hours beating up the ideas that became this book
with me.
It would not be half as good as it is without your relentless drive for simplification and
clarity.
Eternally grateful for our friendship.
You make me feel less alone in the world.
Cheers to becoming old and crotchety.

CONTENTS
Start Here
Section I: How We Got Here
1. How We Got Here
2. Grand Slam Offers
Section II: Pricing
3. Pricing: The Commodity Problem
4. Pricing: Finding The Right Market -- A Starving Crowd
5. Pricing: Charge What It’s Worth
Section III: Value - Create Your Offer
6. Value Offer: The Value Equation
7. Free Goodwill
8. Value Offer: The Thought Process
9. Value Offer: Creating Your Grand Slam Offer Part I: Problems & Solutions
10. Value Offer: Creating Your Grand Slam Offer Part II: Trim & Stack
Section IV: Enhancing Your Offer
11. Enhancing The Offer: Scarcity, Urgency, Bonuses, Guarantees, and Naming
12. Enhancing The Offer: Scarcity
13. Enhancing The Offer: Urgency
14. Enhancing The Offer: Bonuses
15. Enhancing The Offer: Guarantees
16. Enhancing The Offer: Naming
Section V: Execution
Your First $100,000

START HERE
"Outsized returns often come from betting against conventional wisdom, and conventional wisdom is usually right. Given a 10 percent chance of
a 100 times payoff, you should take that bet every time. But you're still going to be wrong nine times out of ten . . . We all know that if you swing
for the fences, you're going to strike out a lot, but you're also going to hit some home runs. The difference between baseball and business,
however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you
can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns
is why it's important to be bold. Big winners pay for so many experiments."
JEFF BEZOS
As entrepreneurs, we make bets everyday. We are gamblers ― gambling our hard-earned money on labor, inventory, rent,
marketing, etc., all with the hopes of a higher pay out. Oftentimes, we lose. But, sometimes, we win and win BIG.
However, there is a difference between gambling in business and gambling in a casino. In a casino, the odds are stacked
against you. With skill, you can improve them, but never beat them. In contrast, in business, you can improve your skills to shift
the odds in your favor. Simply stated, with enough skill, you can become the house.
After beginning a series of books on acquisition, it became apparent that I could not talk about any other topic without first
addressing the offer: the starting point of any conversation to initiate a transaction with a customer. What you are literally
providing them in exchange for their money. That’s where it all begins.
This book is about how to make profitable offers. Specifically, how to reliably turn advertising dollars into (enormous)
profits using a combination of pricing, value, guarantees, and naming strategies. I call the proper combination of these
components: a Grand Slam Offer.
I chose this term partially in homage to the above quote from Amazon founder Jeff Bezos and because, like a grand slam in
baseball, a Grand Slam Offer is both very good and very rare. Additionally, to extend the baseball metaphor, it takes no more
effort to make a Grand Slam Offer than to strike out. The difference is dictated by the skill of the marketer and how well he
connects his offer with his audience’s desires. In business you can have so-so offers: the “singles” and “doubles’ that keep the
game going, pay the bills, and keep the lights on. But, unlike baseball, where a grand slam scores a maximum of four runs, a
Grand Slam Offer in the business world, can score you a thousand-fold pay off and result in a world where you never need to
work again. It would be like connecting with the ball so well during one single at bat that you automatically win every World
Series for the next hundred years.
It takes years of practice to make something as complicated as hitting a major league fastball into the bleachers look
effortless. Your stance, vision, prediction, ball speed, bat speed, and hip placement all must be perfect. In marketing and
customer acquisition (the process of getting new clients), there are just as many variables that must all align to truly “knock it
out of the park.” But with enough practice and enough skill, you can turn the wild world of acquisition, which will throw
curveballs at you everyday, into a homerun derby, knocking offer after offer out of the stadium. To everyone else, your success
will look unbelievable. But to you, it will feel like “just another day at work.” The greatest hitters of all time also have many
strike outs, just as there are many failed offers in the track record of great marketers. We learn skills through failure and
practice. We do this knowing that nine out of ten times we will be wrong. We still act boldly, hoping for that offer we connect
with so well that it results in our big payoff.
The good news is that in business, you only need to hit one Grand Slam Offer to retire forever. I have done this four or five
times in my life. As for my track record, I have a 36:1 lifetime return on my advertising dollars over my business career.
Consider this my lifetime “batting average,” if you will. That means for every $1 I spend on advertising I get $36 back, a
3600% return. That is my average over eight years. And I continue to improve.
This book is my attempt to share that skill with you, with a specific focus on building Grand Slam Offers, so you can
experience the same levels of success. It’s also the first in a series of books meant to get entrepreneurs to financial freedom, in
plain words, “fuck you” money. Subsequent books in this series will look more deeply at getting more customers, converting

more prospects into clients, making those clients worth more, and other lessons I wish I had learned earlier scaling my
businesses.
Pro Tip: Faster, Deeper Learning By Reading & Listening At Same Time
Here’s a life hack I discovered a long time ago….If you listen to the audiobook while reading the ebook or physical book you will increase your reading
speed and retain more information. The contents are being stored in more places in your brain. This is how I read most things worth reading. I’ve priced my
products as cheap as the platforms will allow me to, so this isn’t a ploy to make an extra .99 cents - promise. If you want to give it a try, go ahead and grab
the audio version and see for yourself. You might find it as valuable as I have (as someone who struggles to stay focused). I took two days to talk this book
out loud and record it. I figured I’d put this “hack” at the beginning of the book so you had a chance to do it if you found this first chapter valuable enough
to earn your attention.

T
HOW WE GOT HERE
“Magic will find those with pure hearts, even when all seems lost.”
MORGAN RHODES
December 24, 2016. Christmas Eve.
he room was pitch black. My shoes stuck to a floor covered in dried soda and crushed bits of candy. My nostrils were
full with the smell of stale popcorn. We had showed up too late to get good seats and ended up pressed near the front of
the theater. Just a few rows in front of me, the movie’s blazing projection occupied my entire field of view. In the reflected
glow, I could see the outlines of Leila’s family’s faces. They may as well have been hypnotized.
I envied them. They sat, entranced, soaking in their paid time off for Christmas. Must be nice.
Anybody else would have missed it but Leila, my girlfriend at the time, knew me too well. Anybody else would have
thought I was watching the movie, but Leila could tell I was staring blankly at the screen, my eyes not tracking the movie. My
face was pale. My cheekbones and jawline appeared gaunt. Weeks of chronic stress had killed my appetite.
“What’s wrong?” she asked.
I didn’t answer.
She rested her hand on mine to get my attention. I didn’t react. Within moments, her fingers tightened around my wrist, and
she looked at me, her eyes searching for mine. “Your heart is racing,” she whispered, concerned.
Without asking, she took my pulse.
It was 100 beats per minute. Nearly twice what it should be for a fit 27 year old male at “rest” in a cool, dark room.
“What’s going on?” she asked more forcibly, but still whispering.
The truth is, I was terrified.
A few hours earlier . . .
I looked like a giant. I sat scrunched up in a children’s miniature play chair. My knees almost touched my chest, even with
my feet firmly planted on the old beige carpeted floor. My laptop felt hot sitting atop my steeply angled knees. Dolls and toys
were scattered around me. They stared at me with wide eyes and toothy grins, motionless. I had been their entertainment the
past few weeks.
I was in Leila’s parents’ house. They had recently become grandparents and used this spare bedroom as a playroom when
the grandchildren visited. I didn’t have a place to live. So they were letting Leila and I stay there “as long as we needed.” They
had let me use the children’s playroom as my office for my “business”, which at this point felt almost as make-believe as the
stories they had told their grandchildren in this room.
I literally felt like I was playing dress up. Except the stakes were real. And this was my life.
My ears were hot and red from the phone being pressed against them for what felt like hours. I kept switching hands
because my arms would tire from holding the phone up for so long.
“I’m sorry Mr. Hormozi,” the voice on the other end of the line said, “we have to hold onto these funds for the next six
months. We’ve seen some irregular activity, so this is precautionary.”
“Are you fucking kidding me, $120-grand,” I said. “A ‘precaution’!?”
“I’m sorry sir, our underwriting team―”
“Yeah, I heard you,” I said, cutting him off. “I don’t accept that.”
“Sir, it’s not up to me it’s just our pol―”
“What am I gonna tell my salesman, who has a baby and another on the way? Are you going to tell him he’s not going to be
able to buy his pregnant wife and newborn food? Are you going to pay his mortgage for him?”
I was seething.

“Sir―” he began again, with unphased apathy, just trying to deliver the news.
“It’s not yours to take.” My aggression was quickly turning into desperation. “Shit, just send me half so I can pay my
employees,” I pleaded “It’s Christmas Eve for fuck’s sake.”
“Sir, we’re going to be holding onto the entirety of your funds for the next six months per your agreement . . . ” The voice
faded into the distance.
Fuck.
I hung up and checked my accounts. $23,036.
I owed my salesman a $22,000 commission check for $120,000 in sales I never got.
Without wanting to give myself the opportunity to think about it, I wired it to him.
-$22,000 Payment Successful.
Balance $1,036.
Fuck
I screenshotted this image of my bank account because I knew I would tell this story some day.
The sunlight blinded me as we emerged from the matinee. Families shuffled in and out through the revolving doors, making
their happy memories. I was in a daze. Leila led me to the car, her hand wrapped firmly around mine.
“What’s wrong? What happened?” she asked.
“The money isn’t coming.”
“What do you mean?” she asked. “It’s delayed?”
I exhaled in defeat. “They are keeping it all.”
“Can they do that!?”
“Apparently,” I said stoically, trying to maintain my composure in front of her parents.
“What are you gonna do about the commissions?”
“I already paid him. Everything.” I said it without looking at her.
Leila’s concern turned to dread.
We sat in silence the whole way home. I stared out the window. She held my hand in hers. It was more comforting than I
anticipated. We’ll get through this.

30 days earlier . . .
I had decided to go all in on this new business I called “Gym Launch.” Here was the idea: I would fly around the country to
gyms and fill them up to full capacity using this new methodology that hinged on an offer I had perfected when I owned my
chain of gyms.
Leading up to this moment, I had sold five of my six gyms. The funds from selling them, my life’s work, I had put into an
account I had with a new partner. This money was supposed to be the seed money for our new company.
I was finally going to realize some level of success.
My alarm went off. I groggily swung my arm over blindly clawing at the bedside table. I switched off the alarm, while
Leila managed to sleep through the commotion.
I laid there silently, pulling up the bank accounts ― a daily ritual. The balance said $300.
Wait. That couldn’t be right. There was $46,000 in here yesterday.
My adrenaline surged. Looking closer I saw “-$45,700 Payment Successful.” I was frantic.
The money from selling all of my gyms was gone. I checked where the money went. To my “partner.” He had taken all the
money out.
Fuck.
The last four years of my life had vanished that fast. I officially had nothing, and even less to show for it. No gyms. No
equipment. No employees. Nothing.
I felt dead inside.
Adding insult to injury, in that same 30-day period, my mother was in critical condition because of a near fatal accident
(and was still under 24-hour supervision), and I had totalled my car in a head on collision at 60 miles per hour and earned a
DUI as my consolation prize.
This was the cherry on top. My one saving grace during this time was selling a new “challenge offer” at a gym and
collecting all the cash up front as my “fee” for turning their business around.
So I did the only thing I knew. I sold. My salesman had done $120,000 in a single month, and I owed him a $22,000
commission check.
The problem was the $120,000 never came.
“We need to talk,” I said as Leila and I went into the other room. I worked up the courage to speak but stared at the floor,
embarrassed.
“I’ve got nothing,” I said to her. “I’m a sinking ship, and you don’t have to stay with me.”
She grabbed my chin and pulled my face towards hers so she could look into my eyes: “I would sleep with you under a
bridge if it came to that.” I would have cried tears of joy, but I was so emotionally exhausted my response appeared apathetic.
I wouldn’t stay with me.
“Are we still gonna do these launches starting tomorrow?” She asked. “All my friends quit their jobs to do this.” She was
being matter of fact, but it still stung. I felt defeated. “Listen, this could go horribly wrong, ”
“I trust you. We’ll figure it out.”
I had two things left at that point: a grand slam offer and an old business credit card with a $100,000 limit from when I had
my gyms.
On the day after Christmas (two days after the gut-wrenching call with the payment processor) we were scheduled to
launch six new gyms . . . at the same time. Between airfare, hotels, rental cars, gas, and ad spend (all multiplied by six), I was
going to be spending $3,300 per day of money I didn’t have. My last dollar had gone to paying my salesman. I still remember
my hand shaking as the advertisements went live: Off→ ON.
Just like that, I was going into debt at a rate of $412 dollars per working hour. Just like that, $3,300 per day began getting
deducted from my account.
-$3,300 . . . I now officially have nothing
-$3,300 . . . I now have officially less than nothing

-$3,300 . . . I have $10,000 less than nothing
-$3,300 . . . This one decision is going to ruin my future forever.
But things started shaping up. Here’s what happened that month (January 2017), as documented by my old processing
records I dug up. You can see the month along the left column and the revenue collected that month along the right.
We made $100,117! It was just enough to cover the $3,300/day that had been coming off the credit card. It was actually
working. I could hardly believe it. I threw the hail mary, and the universe caught it. I went from looking up bankruptcy lawyers
to figuring out what to do with $3,000,000 in profits, accrued within the first twelve months. It felt surreal. And in hindsight, it
still kind of does.
By the end of the year we were doing $1,500,000+/mo. Twelve months from then, $4,400,000/mo. Per. Month. Twenty-four
months after that, we crossed $120,000,000 in sales, donated $2,000,000 to help fund equal opportunity in low income areas.
We met and befriended Arnold Swarzenegger (lifelong hero) and were asked to be board members of his charity After School
All Stars.
Leila and I meeting with Arnold Schwarzengger at his home. We are now on the national board of his charity After School All Stars. Creating
Grand Slam Offers has given us access to people we only dreamed of.

Twelve months after that, we now have a portfolio of seven eight-figure, and multi-eight-figure companies across a variety
of industries (photography, publishing, fitness, business consulting, beauty) and business types (brick & mortar chains,
software, service, e-commerce, training & education). Our portfolio companies now do about $1,600,000 per week (and
growing).
I say this because I honestly can't believe it. All of this was because of a girl who believed in me, a credit card, and a
Grand Slam Offer.
I know I teleported you from rags to riches. And the natural question is how? That’s what I’m going to use the rest of this
book (and remaining books & free courses in this Acquisition.com series) to break down.
The skill of making offers saved me from bankruptcy and likely saved my life. I have made so many mistakes in my life.
I’ve made so many bad life decisions. I’ve hurt people knowingly and mistakenly. I’ve done bad things with good intentions. I
say this because I am human. I don’t pretend to have the answers. I have my own demons that I battle everyday. But, despite my
many shortcomings, I’ve still managed to get really good at this one thing . . . and I’d like to share it with you. I can teach you
how to build great offers.
I don’t know who you are (yes, you, the one reading this). But thank you from the bottom of my heart. Thank you for
allowing me to do work I find meaningful. Thank you for giving me your most valuable asset ― your attention. I promise to do
my best to give you a positive return on it.
Here is your first piece of good news: if you are reading this, then you are already in the top 10 percent. Most people buy
stuff and then promptly ignore it. I can also throw out a spoiler: the further you get in the book, the bigger the nuggets become.
Just watch.
This book delivers.
The world needs more entrepreneurs. It needs more fighters. It needs more magic. And that’s what I’m sharing with you ―
magic.

I
GRAND SLAM OFFERS
“Make people an offer so good they would feel stupid saying no.”
TRAVIS JONES
was 23 years old and, to quote Ruth from Ozark, I didn't know “shit about fuck.” But there I was, in a Las Vegas penthouse
hotel room along with ten business owners learning about marketing and sales… in my most-fashionable “beast mode” t-
shirt (a shirt I had gotten for free, and one of the five shirts I owned at the time).
Truthfully, I was anxious, self-conscious, and thought I was making a huge mistake. I had paid $3,000 of money I didn't
have to get a seat at the table. I knew I needed to learn. Everyone there had a business . . . except me. I was planning on starting
one, a gym.
TJ, the organizer, had multiple successful businesses. While going over the agenda, I remember he made an off-hand
comment about making $1,000,000 that year.
One. Million. Dollars. I was spellbound. I wanna be like this guy. I’ll do anything. The problem was, I didn't know what
any of them were talking about. KPIs? CPLs? Conversion rates? My head was spinning as I pretended like I knew what they
were talking about. But I didn’t, and I’m bad at pretending.
Between “sessions,” TJ found me. He could tell I was in way over my head. TJ was kind, curious, and caring. After a little
bit of small talk, he asked me a simple question that changed my life forever . . .
“Do you want to know the secret to sales?”
I had never sold anything in my life. I had never even read a book on it. I had just recently learned what the term meant
(seriously). I leaned forward, intent to download every syllable he spoke right into my brain.
I opened my notepad and stared at him with intent. I was ready for the secret.
He looked at me soberly and said: “Make people an offer so good they would feel stupid saying no.”
I nodded, wrote it down, underlined it, and circled it. And with that, my entire worldview of selling was transformed.
My mind began racing. I didn't have to be skilled . . . or even any good. I just had to come up with things that anyone would
say yes to. The greatest game of my life had begun.
What This Book Is About
At some point, every successful business owner was a wantrepreneur. A person full of ideas and frustrated at having
potential to spare. Something clicks when they realize the horrible trade they (and so many people) make ― trading their
freedom for (falsely) perceived security.
Their discomfort compounds. And once the discomfort of staying the same surpasses the discomfort of change, they take the
leap. I’m going to be an entrepreneur so I can be free. Free to do whatever I want, whenever I want, with whomever I want.
Some learned about entrepreneurship through personal development.

Others got into it through a franchise.
Others bought courses.
And some just said, “F*CK IT. I’m doing it. I’ll make it work.”
And made it work they did.
Most of us open up shop with the intention of helping people in some way. Many times, this assistance is in some way
related to something that’s affected us personally. We set out to “give back” by providing value to others by helping them solve
a problem that once plagued us. Then again, sometimes this isn’t our way in. In either case, we cling to the dream of making
more and being freer than we are now.
Many of us thought, naively, that owning a business would be our crowning accomplishment — a final destination — when
in reality, it was just the beginning.
Somehow, in the transition between “passionate to help others” and “owning my first business,” we gradually realized that
we don’t even know the first thing about business, let alone turning a profit.
We may know a lot about our passion, about why we started the business, but that doesn’t mean we know anything about
succeeding in business. Much to the disappointment of the idealists on the sidelines, succeeding in business means getting
prospective customers to trade us money for our services. Our passion for their hard-earned coins. That’s the agreement. The
only way to facilitate that exchange, to transact, to literally carry out business as a business is by making the prospect an offer.
What’s An Offer Anyways?
The only way to conduct business is through a value exchange, a trade of dollars for value. The offer is what initiates this
trade. In a nutshell, the offer is the goods and services you agree to give or provide, how you accept payment, and the terms of
the agreement. It is what begins the process of getting customers and making money. It is the first thing any new customer will
interact with in your business. Since the offer is what attracts new customers, it is the lifeblood of your business.
No offer? No business. No life.
Bad offer? Negative profit. No business. Miserable life.
Decent offer? No profit. Stagnating business. Stagnating life.
Good offer? Some profit. Okay business. Okay life.
Grand Slam Offer? Fantastic profit. Insane business. Freedom.
This book helps entrepreneurs craft those Grand Slam Offers. These are the offers that are so effective, profitable, and life-
changing that it seems they can only be the result of luck! That’s how it looks to an untrained eye, at least.
As you likely now know, I have crafted thousands of offers over the last decade. Most failed. Some did okay. And some
struck gold . . . but I never really knew why. As Dr Burgelman, a famous Stanford business school professor said, it is far
better to have understood why you failed than to be ignorant of why you succeeded.
But, as the data started rolling in, what seemed like “luck” and “fortune” was closer to a repeatable framework. I have
been fortunate enough to have struck gold enough times to document these frameworks and have gotten “lightning to strike
twice.”
I have put the steps and components of those frameworks in a logical and digestible format so they are actually useful.
Today. Like now. I’m giving you action. Instead of a sad-but-typical book of vague business theories and mental masturbation.
The Two Main Problems Most Entrepreneurs Face and How This Book Solves Them
Although you can make the list of problems you face a mile long, which is a great way to stress yourself out, all these
problems typically stem from two big kahunas:
1. Not enough clients
2. Not enough cash (excess profit at the end of the month)
Seems obvious, right? It costs more money and time to get more clients, thereby solving issue one, and that money is

coming from the profit margins, which creates problem two! What’s more annoying, prospects savagely compare and belittle
our services in favor of cheaper and crappier alternatives — with the cheapest one “winning.” This, of course, when
“winning” means getting to work more for even less (sad face).
Let’s say you’ve slashed prices to get more customers. You may even have a full client load. But here you are, barely
making it because profit margins are too thin. “Competition” becomes a race to the bottom.
If you’re struggling with one or both of these issues, you’re not alone. I’ve been there.
Heck, I think every entrepreneur has these same challenges.
I also want you to know that it’s not your fault. Typical models weren’t designed for profit maximization. They were
designed by companies who have boatloads of funding and can operate at a loss for years. When these models are used in the
real world, business owners just barely “get by.” They essentially “buy themselves a job” and work 100 hours a week to avoid
working 40. Crappy trade. My guess is that if you’re anything like me, you signed up for something better.
Keep an open-mind. The contents of this book, if executed, can transform your business . . . fast.
It’s okay if you’re not into money numbers or business models. I’ve done all that work for you. I’m walking you through the
process step-by-step in these pages. I’m going to explain each of the big two problems we touched on above in detail,
including why they don’t work. Then I’m going to show you the solutions. And to wrap this adventure up, I’ll explain how to
enhance value to maximize how much you make per customer, so that you can outmarket everyone and stack cash.
We use this offer model for every niche we work with (chiros, dentists, gyms, agencies, plumbers, roofers, dog walkers,
physical products, software, brick and mortar stores, and so many more), and it’s amazing how fast things can improve with
each and every one of them when they use this framework.
What’s In It For Y
ou?
I’ve made every (dumb) business mistake in the book. Now, you can learn from my embarrassing, brutal, multi-million
dollar fuck-ups without having to suffer the pain yourself.
Building these businesses has been a very hard and emotional journey for me. I wouldn’t trade these experiences for the
world. However, if this book helps just one entrepreneur avoid suffering as I did, keep their business open, or accomplish their
dreams, it will all be worth it.
If you are willing to exchange the time it takes to watch two episodes of your favorite tv show and really study this book —
and if you implement even a single offer component — I can guarantee you will add more clients and more dollars to your
bottom line. Reading this book, and taking it to heart, will be the single best return on time for your business. Nothing else will
allow you to do what this book can do in the same amount of time. That is a promise.
As a side benefit — implementing a new offer is about one of the easiest things to do in a business. So you really can do
this. This isn't some management practice or culture building hoodoo. This is the real “how you sell shit for lots of money”-
type stuff.
What’s In It For Me?
I give all these materials (this book, the accompanying course, and all other books and courses which you can find at
acquisition.com) for free or at cost in order to help as many people as humanly possible make more and serve more. And I
have made these with the intention of providing more value than you can get from a $1000 course, any $30,000 coaching
program, and hilariously more than a $200,000 college degree. And I do this because, although I could sell these materials in
that format, I just don’t want to. I’ve made my money doing this stuff, not teaching how to do this stuff, contrary to most of the
marketing community at large. So my model is different (I’ll explain more in a second).
That being said, there are two key archetypes I am looking to provide value to with my published materials. For archetype
I, entrepreneurs under $3,000,000 per year in revenue, my goal is to help you get there and earn your trust. Try just a couple
of tactics from this book, watch them work, then try a few more, watch them work . . . and so on. The more you see results in
your own business, the better.
Once you succeed, you become archetype II, entrepreneurs at minimum between $3M - $10M in yearly revenue. Once you
get there, or if that’s you now, I’d be honored to invest in your business and help you cross $30M, $50M, or $100M+. I don’t
sell coaching, masterminds, courses, or anything like that. Instead, I have a portfolio of companies I take an equity interest in. I

use the infrastructure, resources, and teams of all my companies to fast track their growth.
But don’t believe me yet...we just met.
If you’re curious, my business model is simple, just like the four-piece pyramid logo:
1. Provide value at no cost far in excess of what the rest of the marketplace charges for.
2. Have entrepreneurs use materials that actually work and make money helping more folks
3. Earn the trust of the hyper-executor business owners who use the frameworks to scale their businesses to $3M-
$10M per year and beyond
4. Invest in those businesses to make more impact at scale while helping everyone else for free.
If you look carefully, the process reverse-engineers success. I think it’s pretty cool. Here’s how: I know these business
owners can execute the frameworks I have without hand-holding, and therefore, would be very likely to succeed with the next
set of frameworks (getting to $30M, $50M, $100M looks different than getting to $3-$10M). They know that my style works
for them, because it already has. So we operate on shared trust - I trust they can execute, and they trust that our stuff works -
again, because it already has….all while helping everyone else….fo’ free. So it allows me to preemptively avoid failures and
dramatically increases success likelihood. Let me show you how much….
At the time of this writing, every business I have started since March of 2017 has achieved a $1,500,000/mo run rate.
According to the Small Business Administration, the odds of a single business even achieving $10M/year in revenue are .4%,
or 1 in 250. Having it happen four times in a row is .4% x .4% x .4% x .4%= very very low probability that it was luck. As
such, I can say with conviction that we know how to recreate success using the frameworks I share over and over again. They
work because they are timeless business principles.
I actively visualize, every day, how it felt to wake up in the middle of the night in cold sweats, wondering how I’d make
payroll. That gut-wrenching “meditation” keeps me hungry as an entrepreneur but also grateful for my security and peace of
mind. I want the latter for you and anyone else that gives a damn about what they do.
Fair enough?
Cool. So let’s get to it.
Basic Outline of This Book
This book is intended to be a resource. As a resource, I mean it will be something you will read through and then keep in
your tool box, coming back to it again and again. Why? As Einstein says, “never memorize anything you can look up.” Business
is not a spectator sport. You’re not cramming for some midterm, and you’re not some limp-wristed philosopher.
You do work. And to work, you need tools. This, my friend, is one of those tools.
General Outline
Section I: How We Got Here (You Just Finished It)
Section II: Pricing: How To Charge Lots of Money For Stuff
Section III: Value: Create Your Offer: How To Make Something So Good People Line Up To Buy

Section IV: Enhancing Your Offer: How To Make Your Offer So Good They Feel Stupid Saying No
Section V: Next Steps: How To Make This Happen In The Real World
For free courses and books so good they grow your business without your consent, go to: Acquisition.com.

HOW TO CHARGE LOTS OF MONEY FOR STUFF

“G
PRICING: THE COMMODITY PROBLEM
“Think different.”
STEVE JOBS
row or Die” is a core tenet at our companies. We believe every person, every company, and every organism is either
growing or dying. Maintenance is a myth.
What this means is, if your company isn’t growing, it’s dying. This is a sobering reality for many of us. I learned the hard
way, and my businesses suffered for a long time because of it.
Let me explain. The market is continuously growing. The stock market grows at 9 percent per year. If we aren't growing at
9 percent per year, we are falling behind. “Maintenance,” in the most generic sense, would be 9 percent growth year over year.
Furthermore, if you’re in a growing marketplace, then you might have to grow at 20-30 percent per year, just to keep up, or
risk falling behind. So you can see how maintenance is a myth.
So, then,what does it take to grow? Thankfully, just three simple things:
1. Get more customers
2. Increase their average purchase value
3. Get them to buy more times
That’s it.
Sure, there are lots of ways to acquire customers and zillions of ways to increase order value and purchase frequency, but,
simply put, that’s it. Those are the only three ways to grow.
Example: If I sell 10 clients a month, and a client is worth $1,000 to me over their lifetime (through avg cart value x avg
number of purchases), then my business will cap at $10,000/mo (10 x $1,000).
10 New Clients/mo x $1000 Lifetime Value = $10,000/mo max revenue.
If you want to grow, you’ve got to either sell more clients every month (while maintaining suitable margins) or have them
be worth more (by increasing the profit per purchase or number of times they buy). That’s it.
Author Note - Only Two Ways to Grow
To simplify this concept even more. There are really only two ways to grow: get more customers, and increase each customer’s value. “Increasing
each customer’s value” has two sub-buckets: 1) Increasing profit per purchase 2) Increasing the number of times they buy. For the purpose of this book, I
highlight both of those sub-buckets as individual growth paths. I did this because I think it will be easier to understand the money models that will come in
Volume III. All three — getting more customers, increasing their average purchase value, and getting them to buy more — are repeated themes in this
book. But if you seek simplicity, both increasing average purchase value and increasing the number of times a customer buys results in one outcome:
increasing each customer’s value.

Business Terms
Before going any further, and to better flesh out the concepts that follow, we should take a second to define and better
understand some key business concepts. When I stood in that Las Vegas penthouse in my “beast mode” t-shirt I was clueless
about such terms. Let me help you be better than, well, me.
Gross Profit: The revenue minus the direct cost of servicing an ADDITIONAL customer. If I sell lotion for $10 and it
costs me $2, my gross profit is $8 or 80 percent. If I sell agency services for $1,000/mo and it costs me $100/mo in labor to
run that client's advertising, then my gross profit is $900 or 90 percent. Note: This is not net profit. Net profit is what’s left
over after all expenses are paid, not just the direct costs of fulfillment.
Lifetime Value: The gross profit accrued over the entire lifetime of a customer. This is gross profit multiplied by the
number of purchases an average customer will make over their lifetime. Using the example above, if the average customer
stays five months, and they pay $1,000/mo while it costs me $100 per month to fulfill, then their lifetime value is $4,500.
Here’s the breakdown:
Revenue: ($1,000/mo * 90% Gross Margin * 5 months) = $4,500 Lifetime Value (LTV)
Note that the indirect costs, like admin, software, rent, etc., are not included in LTV
.
Note: You will find different definitions for lifetime value depending on the source. The biggest difference is that some
sources only count total revenue, while others focus on gross profit over the lifespan. I focus on gross profit. You may also see
me refer to this as LTGP Lifetime Gross Profit in other texts for clarity’s sake.
Value-Driven vs. Price-Driven Purchases
This book was intended to be a textbook for any business that wants to grow. I’ve spent (and continue to spend) hundreds of
hours on calls and in-person meetings consulting entrepreneurs on crafting their offers. I have seen the ones that take off into the
stratosphere and those that fizzle.
Having a Grand Slam offer makes it almost impossible to lose. But why? What gives it such an impact? In short, having a
Grand Slam Offer helps with all three of the requirements for growth: getting more customers, getting them to pay more, and
getting them to do so more times.
How? It allows you to differentiate yourself from the marketplace. In other words, it allows you to sell your product based
on V
ALUE not on PRICE.
Commoditized = Price Driven Purchases (race to the bottom)
Differentiated = Value Driven Purchases (sell in a category of one with no comparison. Yes, market matters, which I will
expound on in the next chapter)
A commodity, as I define it, is a product available from many places. For that reason, it’s prone to purchases based on
“price” instead of “value.” If all products are “equal,” then the cheapest one is the most valuable by default. In other words, if
a prospect compares your product to another and thinks “these are pretty much the same, I’ll buy the cheaper one,” then they
commoditized you. How embarrassing! But really . . . it’s one of the worst experiences a value-driven entrepreneur can have.
This is a massive problem for the entrepreneur because commodities are valued at the point of market efficiency. This
means that the marketplace drives the price down through competition until the margins are just enough to keep the lights on:
“just enough” to become a slave to their business. The business makes “just enough” to justify the owner waiting anxiously for
things to “turn around,” and by the time that lie is realized . . . they are in too deep to pivot (at least, until now).
A Grand Slam Offer solves this problem.
But What Does A Grand Slam Offer Do?
Alright, let’s start by defining a Grand Slam Offer.
It’s an offer you present to the marketplace that cannot be compared to any other product or service available, combining an
attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model
(payment terms) that allows you to get paid to get new customers . . . forever removing the cash constraint on business growth.

In other words, it allows you to sell in a “category of one,” or, to apply another great phrase, to “sell in a vacuum.” The
resulting purchasing decision for the prospect is now between your product and nothing. So you can sell at whatever price you
get the prospect to perceive, not in comparison to anything else. As a result, it gets you more customers, at higher ticket prices,
for less money. If you like fancy marketing terms, it breaks down like this:
1. Increased Response Rates (think clicks)
2. Increased Conversion (think sales)
3. Premium Prices (think charging a lot of money).
Having a Grand Slam Offer increases your response rates to advertisements (aka more people will click or take an action
on an advertisement they see containing a Grand Slam Offer).
If you pay the same amount for eyeballs but 1) more people respond, 2) more of those responses buy, and 3) they buy for
higher prices, your business grows.
I’ve “struck gold” on my share of offers. Not because I've got some superpower, but because I’ve just done this a lot of
times (and failed even more). I sorted through the crap that chronically fails and pocketed all the stuff that reproducibly
succeeds (and put it in this book) .
Here’s the key takeaway from all this: a business does the same work in both cases (with a commoditized or a Grand Slam
Offer). The fulfillment is the same. But if one business uses a Grand Slam Offer and another uses a “commodity” offer, the
Grand Slam Offer makes that business appear as if it has a totally different product — and that means a value-driven, versus
price-driven, purchase.
If you have a “commodity” offer, you will compete on price (having a price-driven purchase versus a value-driven
purchase). Your Grand Slam Offer, however, forces a prospect to stop and think differently to assess the value of your
differentiated product. Doing this establishes you as your own category, which means it’s too difficult to compare prices,
which means you re-calibrate the prospect’s value-meter.
Real Life Grand Slam Offer Money Math: Before and After
Quick backstory . . . one of our companies is a software that advertising agencies use to work leads for their customers.
Using this software, agencies transform their offer from a commoditized offer of lead generation services to a Grand Slam
Offer of “pay for performance.” Let me show you the multiplicative effect it has on the revenue of the business.
**While rounded for illustration’s sake, these values are based on the real numbers a lead generation agency selling
services to brick and mortar businesses experience**
Old Commoditized Way (Price-Driven) — Race to the bottom
Commoditized Offer: $1,000 down, then $1,000/mo retainer for agency services

Breakdown: At .5 to 1 return on advertising spend, you lose money getting customers. But in 30 days, those 5 customers
will pay another $1,000 each, bringing you to $10,000 in total and break even. The next month, the $5,000 that comes in would
be your first profitable month, and each month thereafter would be profitable (assuming they all stay).
This is an example of a commoditized service — normal agency work. There’s a million of them, and they all look the
same. Commoditized businesses and offers have a harder time getting responses from ads because all their marketing looks the
same as everyone else's.
Note: It all looks the same because they are all making the same offer.
You pay us to work.
We do work.
Maybe you get results from that work. Maybe you don’t.
It’s reasonable, but it’s easily duplicated (and subject to commoditization). This commoditization creates a price-driven
purchase . . .
You are forced to be priced “competitively” to get clients and to stay that way to keep them. If the client sees a cheaper
version of the “same thing,” then the value discrepancy will cause them to swap providers. This is a dilemma . . . lose this
client, the rest of your clients, and potential clients, or stay “competitive.” Your margins become so thin they vanish.
Furthermore, it’s hard to get prospects to say yes (and keep them saying yes) unless you’re hypervigilant about clients
commoditizing your business by staying “competitive.” And that’s the problem with the old commoditized way. They’re able to
compare. Unless you switch to a Grand Slam Offer, your prices will keep getting beaten down. The business eventually dies,
or the entrepreneur throws in the towel. No bueno.
We want to make an offer that’s so different that you can skip the awkward explanation of why your product is different
from everyone elses (which, if they have to ask, then they are probably too ignorant to understand the explanation) and instead
just have the offer do that work for you. That’s the Grand Slam Offer way.
Let’s dive in to see the contrast in sales numbers.
New Grand Slam Offer Way (Differentiated, Incomparable) (Value-Driven)
Grand Slam Offer: Pay one time. (No recurring fee. No retainer.) Just cover ad spend. I’ll generate leads and work your
leads for you. And only pay me if people show up. And I’ll guarantee you get 20 people in your first month, or you get your
next month free. I’ll also provide all the best practices from the other businesses like yours.

Daily sales coaching for your staff
Tested scripts
Tested price points and offers to swipe and deploy
Sales recordings
. . . and everything else you need to sell and fulfill your customers. I’ll give you the entire play book for (insert industry),
absolutely free just for becoming a client.
In a nutshell, I'm feeding people into your business, showing you, exactly, how to sell them so that you can get the highest
prices, which means that you make the most money possible . . . sound fair enough?
It’s clear these are drastically different offers . . . but so what? Where’s the money!? Let’s compare both in the below chart.
Breakdown: You spend the same amount of money for the same eyeballs. Then, you get 2.5x more people to respond to
your advertisement because it’s a more compelling offer. From there, you close 2.5x as many people because the offer is so
much more compelling. From there, you are able to charge a 4x higher price up front. The end result is 2.5 x 2.5 x 4 = 22.4x
more cash collected up front. Yes, you spent $10,000 to make $112,000. You just made money getting new customers.
Comparison: Remember the old way, the way you lost half the ad spend up front? With the new way, you are making more
money and getting more customers. This means that your cost to acquire a customer is so cheap (relative to how much you
make) that your limiting factor becomes your ability to do the work you already love doing. Cash flow and acquiring customers
is no longer your bottleneck because it’s 22.4x more profitable than the old model. Yup. You read that right. This is the part in
the action movie where you walk away from an explosion in slow motion.
This is the exact Grand Slam Offer we used with our software business that serves agencies. The numbers can become
wild . . . fast. I know 22.4x better sounds unreasonable, but that's the point. If you play the same game everyone else does,
you’ll get the same results everyone else does (mediocre). You hit singles and doubles, keep the lights on, but never get ahead.
But remember the opening passage of this book: that when you align all the pieces, you can knock it out of the park so well that
you win for good. In my first 18 months in business, we went from $500k/year to $28,000,000/yr off of less than $1M in ad
spend. So, when I say 20:1 . . . 50:1 . . . 100:1 returns, I mean it. When you get this right, the results are, well . . . unbelievable.
Summary Points
This chapter illustrated the basic problem with commoditization and how Grand Slam Offers solve that. This gets you out
of the pricing war and into a category of one. The next chapter will focus on finding the correct market to apply our pricing
strategies to. It’s one of the most important things to get right. A grand slam offer given to the wrong audience will fall on deaf

ears. We want to avoid that at all costs. We must detour from pricing for a moment to learn what to look for in a market. It’s an
essential box to check before continuing on our journey.
FREE GIFT #1 BONUS TUTORIAL: “START HERE”
If you want a deeper dive, go to Acquisition.com/training/offers and watch the first video in the free course (starring yours truly) about how I
differentiate offers in businesses I consult with and get them to charging premium prices. I also created some Free SOPs/Cheat Codes for you to use so
you can implement faster. It’s absolutely free. Enjoy.

A
PRICING: FINDING THE RIGHT MARKET -- A STARVING CROWD
“The seed that fell on good soil represents those who truly hear and understand God’s word and produce a harvest of thirty, sixty, or even a
hundred times as much as had been planted!”
MATTHEW 13:23 (NLT)
marketing professor asked his students, “If you were going to open a hotdog stand, and you could only have one
advantage over your competitors . . . which would it be . . . ?”
“Location! ….Quality! …. Low prices! ….Best taste!”
The students kept going until eventually they had run out of answers. They looked at each other waiting for the professor to
speak. The room finally fell quiet.
The professor smiled and replied, “A starving crowd.”
You could have the worst hot dogs, terrible prices, and be in a terrible location, but if you’re the only hot dog stand in town
and the local college football game breaks out, you’re going to sell out. That’s the value of a starving crowd.
At the end of the day, if there is a ton of demand for a solution, you can be mediocre at business, have a terrible offer, and
have no ability to persuade people, and you can still make money.
An example of this was the toilet paper shortage at the beginning of Covid-19. There was no offer. The pricing was
atrocious. And there was no compelling sales pitch. But because the crowd was so big and so starving, rolls of toilet paper
were going for $100 or more. That’s the value of a starving crowd.
Selling Newspapers
A good friend of mine, Lloyd, owned a software business that served newspapers for almost a decade. They set up digital
ad services on newspaper websites with a few clicks and instantly helped them sell a whole new ad product. He only charged
them a percentage of the revenue he added. So if they made nothing, neither did he. It was pure gain for the papers and a great
offer.
But, despite having a great offer and natural sales ability, his business began to decline. Being a high-achieving
entrepreneur, he tried all the different angles to solve the problem — but nothing worked. He couldn't figure out what the issue
was. It was hard for me to see him struggle with this because I think Lloyd is much smarter than I am, and the answer seemed
obvious to me. But watching him go through this has been a lesson I have taken with me for life. Before I reveal it, what do you

think the problem was? Product? Offer? Marketing and sales? His team?
Let’s break it down. It wasn’t his product — that was great. It wasn’t his offer — he had a zero risk revshare model. It
wasn’t his sales skills — he was a natural salesman. So, then what was the problem? He was selling to newspapers! His
market was shrinking by 25 percent every year! He had looked at all the angles, except for the most obvious one. Finally, after
years of fighting an uphill battle in his market, he realized his market was the source of his problems and decided to downsize
his company.
Don’t worry — this story has a second half. To illustrate the power of a market, as soon as COVID hit, Lloyd pivoted. He
started an automated mask manufacturing company. With new technology, he brought the cost per mask below what people
could buy them for from China. Within five months he was doing millions per month. Same entrepreneur. Different market. He
applied his same skill set to a business he had zero experience in and was able to win. That’s the power of picking the right
market.
I give you that story as a cautionary tale. Your market matters. Lloyd is a very smart human. He is obviously very capable.
But we can all be blinded as entrepreneurs because we don't like to give up. We are so accustomed to solving impossible
problems that we will keep ramming our heads into the wall. We hate quitting. But the reality is that everyone is affected by
their market.
So how do you pick the right market?
What To Look For
There is a market in desperate need of your abilities. You need to find it. And when you do, you will capitalize, all while
wondering what took you so long. Don’t be romantic about your audience. Serve the people who can pay you what you’re
worth. And remember that picking a market, like anything, is always our choice, so choose wisely.
In order to sell anything, you need demand. We are not trying to create demand. We are trying to channel it. That is a very
important distinction. If you don’t have a market for your offer, nothing that follows will work. This entire book sits atop the
assumption that you have at least a “normal” market, which I define as a market that is growing at the same rate as the
marketplace and that has common unmet needs that fall into one of three categories: improved health, increased wealth, or
improved relationships. For example Lloyd, from the above newspaper story, could have gone through this entire book and
nothing in here would have worked for him. Why? Because he would be targeting newspapers, a dying market.
That being said, having a great market is an advantage. But you can be in a normal market that’s growing at an average rate
and still make crazy money. Every market I have been in has been a normal market. You just don't actually want to be selling
ice to eskimos.
Here are the basic tenets of what I look for in markets. Let’s run through them before we return to the offer.
When picking markets, I look for four indicators:
1) Massive Pain
They must not want, but desperately need, what I am offering. Pain can be anything that frustrates people about their lives.
Being broke is painful. A bad marriage is painful. Waiting in line at the grocery stores is painful. Back pain . . . ugly smile pain
. . . overweight pain . . . Humans suffer a lot. So for us entrepreneurs, endless opportunity abounds.

The degree of the pain will be proportional to the price you will be able to charge (more on this in the Value Equation
chapter). When they hear the solution to their pain, and inversely, what their life would look like without this pain, they should
be drawn to your solution.
I have a saying I use to train sales teams “The pain is the pitch.” If you can articulate the pain a prospect is feeling
accurately, they will almost always buy what you are offering. A prospect must have a painful problem for us to solve and
charge money for our solution.
Pro Tip
The point of good writing is for the reader to understand.
The point of good persuasion is for the prospect to feel understood.
2) Purchasing Power
A friend of mine had a very good system for helping people improve their resumes to get more job interviews. He was
great at it. But try as he did, he just could not get people to pay for his services. Why? Because they were all unemployed!
This, again, may seem obvious. But he thought, “These people are easy to target. They’re in massive pain. There are
plenty of them, and it's constantly adding new people. This is a great market!”
He just forgot a crucial point: your audience needs to be able to afford the service you’re charging them for. Make sure
your targets have the money, or access to the amount of money, needed to buy your services at the prices you require to make it
worth your time.
3) Easy to Target
Let’s say you have a perfect market, but no way of finding the people who comprise it. Well, making a Grand Slam Offer
will be difficult. I make my life easier by looking for easy-to-target markets. Examples of this are avatars that have
associations they belong to, mailing lists, social media groups, channels they all watch, etc. If our potential customers are all
gathered together somewhere, then we can market to them. If searching them out, however, is like finding needles in a haystack,
then it can be very difficult to get your offer in front of any potentially interested eyes.
This point is tactical. It is reality, not theoretical. For instance, you may want to serve rich doctors. But if your ads are
being displayed to nursing students, your offer will fall on deaf ears, no matter how good it is. Main point: you want to make
sure you can target your ideal audience easily. (Clarifying point - there is no issue wanting to serve rich doctors, they are
easy to find. This is just illustrative that your promotions must be served to the right audience).
4) Growing
Growing markets are like a tailwind. They make everything move forward faster. Declining markers are like headwinds.
They make all efforts harder. This was Lloyd's example. Newspapers had three of the four makings of a great market: (1) lots
of pain, (2) purchasing power, (3) easy to target. But they were shrinking (fast). No matter how hard he tried, the entire
marketplace was fighting against him. Business is hard enough, and markets move quickly. So you might as well find a good
market to give you a tailwind to make the process easier.
Making This Real

There are three main markets that will always exist: Health, Wealth, and Relationships. The reason that those will always
exist is that there is always tremendous pain when you lack them. There is always demand for solutions to these core human
pains. The goal is to find a smaller subgroup within one of those larger buckets that is growing, has the buying power, and is
easy to target (the other three variables).
So if I were a relationship expert trying to find my avatar, I’d rather focus on “second half of life relationship” coaching for
old timers than helping college students in relationships. Why? Because senior citizens who are alone are likely suffering more
pain as they are nearer their deaths (pain), have more buying power (money), and are easy to find (targeting). Lastly, at the time
of this writing, there are more people turning 65 each year than turning 20 (growing).
That is the idea. Think about what you are good at in regards to health, wealth, and relationships. Then think about who
might value your service the most (is in the most pain), has the buying power to pay what you want (money), and can be found
easily (targeting). As long as those three criteria are strong and the market isn't shrinking, you’ll be in good shape.
But how important to your success is finding a “great market” versus a “normal market” versus a “bad market?” The
answer: it actually depends. Let me explain.
Order of Importance: Three Levers on Success
It’s unlikely you are going to be in a dying market like the newspaper example. It’s also unlikely you’re going to be selling
toilet paper in COVID (buying frenzy). You’ll likely be in a “normal” market. And that’s totally okay. There is a fortune to be
made within normal markets. My single point here is that you can't be in a “bad” market, or nothing will work. That being said,
here’s the simplest illustration of the order of importance between markets, offers, and persuasion skills:
Starving Crowd (market) > Offer Strength > Persuasion Skills
Let’s say you were to rate these elements on a scale of great, normal, and bad. You could essentially move down the line
from left to right in order of importance. A “great” rating on a higher-order piece overpowers anything else lower on the
priority scale. A “normal” rating moves the buck to the next part of the equation. A “bad” stops the equation unless a “great”
from a higher priority component nullifies it. Here are a few examples:
Example #1: Even if you have a bad offer and are bad at persuasion, you’re going to make money if you’re in a great
market. If you’re on the corner hocking hot dogs when the bars close up at 2am, with mobs of starving drunk folks, you’re
gonna sell out your hotdogs.
Example #2 (most of us): If you are in a normal market and have a Grand Slam Offer (great), you can make tons of money

even if you’re bad at persuasion. This is most people reading this book. That’s why I wrote it — to help you maximize your
success by learning to really build a Grand Slam Offer.
Example #3: Let’s say you’re in a normal market and have a normal offer. In order to be massively successful, you would
have to be exceptionally good at persuasion. Then and only then will you succeed, with your persuasive skills serving as the
fulcrum of your success. Heck, many empires have been built by exceptional persuaders. It’s just the hardest path to follow and
requires the most effort and learning. Nailing your offer helps you shortcut this path to success. Otherwise, you will just have a
normal business that takes exceptional skill to be successful (nothing wrong with that, but probably not what you signed up for).
Commit to the Niche
I have a saying when coaching entrepreneurs on picking their target market “Don’t make me niche slap you.”
Too often, a newer entrepreneur half-heartedly tries one offer in one market, doesn't make a million dollars, then
mistakenly thinks “this is a bad market.” Most times that’s not actually the case. They just haven’t found a Grand Slam Offer yet
to apply to that market.
They think, I’ll switch from helping dentists to helping chiropractors — that’s it! When, in reality, both of those are
normal markets and represent billions of dollars in revenue. Either would work, just not both. You must pick one. No one can
serve two masters.
I have coined the term “niche slap” to remind entrepreneurs in my communities to commit once they pick. All businesses
and, all markets, have unpleasant characteristics. The grass is never greener once you get to the other side. If you keep hopping
from niche to niche, hoping that the market will solve your problems, you deserve to be niche slapped.
You must stick with whatever you pick long enough to have trial and error. You will fail. In fact, you will fail until you
succeed. But you will fail far longer if you keep changing who you market to, because you must start over from the beginning
each time. So, pick then commit.
Riches Are In The Niches
The other reason to commit to the niche is because of how much more you will make.
Simply put, niching down will make you far more money.
Author Note - When To Broaden (Advice For Most People)
For most, if you are under $10M per year, niching down will make you more money. After that, it will depend on how narrow the niche is, or, what is
called TAM (total addressable market). A business can really only grow to meet the total addressable market. That being said, for most people, getting to
$10M per year is already a top .4% achievement (only 1 in 250 businesses achieve this). So for 99.6 percent of readers below $10M per year, it’s almost
always easier to serve fewer clients more narrowly. But if you want to go beyond that, you may (depending on the size of your TAM) have to broaden
your audience by going up market, down market, or into an adjacent market where your existing services can provide value.
For context, many companies expanded to $30M+ per year serving a single niche: Chiropractors, Gyms, Plumbers, Solar, Roofers, Salon Owners, etc. If
you are at $1M or $3M, thinking you have capped and must expand, you are wrong. You just need to be better.
When I truly grasped how much more profit I was leaving on the table, it changed my life. It was what took me from doing
acquisition for anyone to teaching it to a specific avatar. In my instance, I decided on a microgym owner with ~100 members, a
signed lease, at least one employee, and wanted to help clients lose weight. That’s pretty specific compared to “small business
owners” or “anyone who will pay me” which is common. And I was very specific. In that business (Gym Launch) - we turned
down - and still do - anyone who is not that avatar. That means no personal trainers, no online coaches, etc.
Could I have helped them? Of course I could have. I mean heck, the majority of our portfolio is comprised of non-gym
companies. But in order to maintain product focus, and high converting messaging, knowing exactly who the product was for
was a game changer.
It helped us know exactly who we were speaking to at all times. And exactly whose problems we were solving.
But simplicity and ease may not be enough to sway you, so let me illustrate why honing in on one niche will make you more
money.
Reason: you can literally charge 100x more for the exact same product. Dan Kennedy was the first person to illustrate this
for me, and I will do my best to pass on the torch to you in these pages.

Niching Product Pricing Example:
Example
Dan Kennedy taught me this (and it changed my life forever). Let’s say you sold a generic course on Time Management.
Unless you were some massive time management guru with a compelling or unique story, it would be unlikely it would turn into
anything significant. What do you think “yet another” time management course is valued at? $19, $29? Sure. Nothing to write
home about. Let’s just say $19 for illustration sake.
**Now we shall unleash the power of niche pricing in various stages on your product**
So let’s imagine you make the product more specific, keeping the same principles, and call it “Time Management For Sales
Professionals.” All of a sudden, this course is for a more specific type of person. We could tie their increase to even one more
sale or one more deal and it would be worth more. But there are a lot of sales people. So this might be a $99 product. Neat, but
we can do better.
So let’s go down another level of niching and call our product…. “Time Management for B2B Outbound Sales Reps.”
Following the same principles of specificity, now we know our sales people probably have very experienced deals and
commissions. A single sale would easily net this salesman $500 (or more), so it would be easy to justify a $499 price tag. This
is already a 25x increase in price for almost an identical product. I could stop here, but I’m going to go one step further.
Let’s just niche down one last level…. “Time Management for B2B Outbound Power Tools & Gardening Sales Reps.”
Boom.
Think about it for a second, if you were a power tools outbound sales rep, you would think to yourself “This is made
exactly for me” and would happily fork over maybe $1000 to $2000 for a time management program that could help you
achieve your goal.
The actual pieces of the program may be the same as the generic $19 course, but since they have been applied, and the
sales messaging could speak so much to this avatar, they will find it more compelling and get more value from it in a real way.
This concept applies to anything you decide to do. You want to be ‘the guy’ who services ‘this type of person’ or solves ‘this
type of problem.’ And even more niched ‘I solve this type of problem for this specific type of person in this unique counter-
intuitive way that reverses their deepest fear.”
That’s why a fitness program for generic weight loss might be priced at only $19 while a fitness program designed and
marketed only to shift-nurses might be priced at $1997….(even though the core of the program is likely similar - eat less, move
more).
End Result: The market matters. Your niche matters. And if you can sell the same product for 100x the price, should you?

I’ll let you decide.
Summary Points
The purpose of this chapter is to reinforce two things. First, don't pick a bad market. Normal markets are fine. Great
markets are great. Second, once you pick, commit to it until you figure it out.
If you try one hundred offers, I promise you will succeed. Most people never try anything. Others fail once, then give up. It
takes resilience to succeed. Stop personalizing! It’s not about you! If your offer doesn’t work, it doesn’t mean you suck. It
means your offer sucks. Big difference. You only suck if you stop trying. So, try again. You’ll never become world class if you
stop after a failed attempt.
If you find a crazy good market, ride it, and ride it hard. And if you pair a Grand Slam Offer with a crazy market, you’ll
likely never need to work again (seriously). So have this skill set — the ability to accurately assess markets by taking into
account pain, money, targeting, and growth — in your back pocket so that when lightning strikes, you can make sure it strikes
twice.
Having established how to nail a market, let’s get back to pricing. The first step to making crazy money is charging
premium prices.
FREE GIFT #2 BONUS TUTORIAL: WINNING MARKETS
If you want to know more about how I pick markets, and find niches that are profitable, go to Acquisition.com/training/offers course then watch
“Winning Markets” for a short video tutorial. I’ve also included a Free Checklist to see how your market or niche measures up. It’s absolutely free, enjoy.

A
PRICING: CHARGE WHAT IT’S WORTH
“Charge as high a price as you can say out loud without cracking a smile.”
DAN KENNEDY
A picture of Gym Lords Summit 2019 for our highest level gym owners all sporting my trendy mustache.
January 2019.
ll I could see was black. My eyes felt glued shut. I was awake, but the fatigue in my temples felt like a five-pound
weight was duct-taped to my skull, dragging my eyelids back down. I had to concentrate forcibly to open them.
The details of the dimly lit room beamed in. I rolled over to the edge of the hotel room bed, feeling each and every muscle
in my body as my weight shifted. Hunched on my side, I could see my clothes scattered on the floor. I was so beat the night
before that I didn’t even remember taking them off.
I had just finished a five-day gauntlet of keynote after keynote presentation. Two days of presentations for our highest-level
clients immediately followed by spending two days planning with our entire company (135+ employees).
I had missed a FaceTime call from my father the day before. I didn’t have anything on my agenda for the morning. So I
creakily got up, slid into a hoodie and some sweats, and walked into the hotel hallway to call him back. After the initial
pleasantries, he immediately dove into why he was calling — parental concern.
“I saw the picture you posted of all your clients . . . ” he said, but in an unusually concerned tone. “I thought the event was
for all your highest-paying clients? I didn’t know it was a big event. It looked like you had a thousand people there!”
Alone in the hallway and struggling to shake the heavy weight of exhaustion still, I tried to gauge where his concern was
coming from and what he was getting at. I had explained this all to him already. “It was only for our highest-level clients, that
wasn’t all our clients,” I said. “Just the ones who pay $42,000 a year . . . our Gym Lords, like I told you.”
“Every single person in that picture paid you $42,000?” He sounded almost frightened at the idea.
“Yeah, wild right?” My voice was hoarse from days of speaking and thousands of twenty-second conversations.
“Is it legal what you’re doing?” he asked. Wow. That escalated quickly, I thought to myself. “Do they know they’re paying
you that much?”

“Yes, it’s legal. And of course they know. It’s not like magically siphoning money.” “That’s a lot of money. I hope what
you’re giving them is worth it.”
I contemplated whether it was worth the effort to dive into this or just ignore it. But knowing this was going to be “a thing,”
I took a deep breath and began to explain. “If I made you $239,000 extra this year, would you pay me $42,000?” I asked, using
“$239,000” because it was the average increase in topline revenue of a gym using our systems for 11 months.
“For sure,” he said, “I mean if I knew I was going to make that back. But what would I have to do?”
“About 15 hours a week of work”
“And how long would it take me to make the $239,000?”
“Eleven months”
“And how much of the $42,000 would I have to pay you up front?”
“Nothing. Just pay me as you start making the money using the system”
I watched it click. My dad got it. “Oh,” he said, “well then, yeah, I would do it.”
“And that's why they do it, too.”
Making shit loads of money breaks people’s minds. It literally stretches their minds so far past what they believe is possible
they assume you are doing something wrong or illegal. They literally “can’t even.”
Why? Because they think to themselves . . . they can't be that much smarter than me or work that much harder than me,
so how is it possible for them to make 1,000 times more than me? Enough money that it would take me literally ten lifetimes
to make what they make in a year.
In the three years leading up to me writing this book, I took home over $1,200,000/mo in profit. Every. Single. Month.
That’s more than the compensation for the CEOs of Ford, McDonalds, Motorola, & Yahoo . . . combined . . . every year . . . as
a kid in his twenties.
It angers those who believe life isn't fair. It confuses others who cannot comprehend and believe there must have been a
mistake. And it inspires a select few, who are bound for greatness.
I hope that you are in the last category, because that is who I am writing this for.
You can do this.
You just need to learn how.
And I'm gonna show you.
Price to Value Discrepancy
“I hope what you’re giving them is worth it.”
Those words would probably sting for most, but when my dad said them to me, I just knew he didn’t understand the value
we were providing. What I want to show you is how to create and communicate value, aka the “worth-it-ness” of an offer.
In order to understand how to make a compelling offer, you must understand value. The reason people buy anything is to
get a deal. They believe what they are getting (V
ALUE) is worth more than what they are giving in exchange for it (PRICE).
The moment the value they receive dips below what they are paying, they stop buying from you. This price to value
discrepancy is what you need to avoid at all costs.
After all, as Warren Buffet said, “Price is what you pay. Value is what you get.”

The simplest way to increase the gap between price to value is by lowering the price. It’s also, most of the time, the wrong
decision for the business.
Getting people to buy is NOT the objective of a business. Making money is. And lowering price is a one-way road to
destruction for most — you can only go down to $0, but you can go infinitely high in the other direction. So, unless you have a
revolutionary way of decreasing your costs to 1/10th compared to your competition, don't compete on price.
As Dan Kennedy said, “There is no strategic benefit to being the second cheapest in the marketplace, but there is for being
the most expensive.”
So the goal of our Grand Slam Offer will be to get more people to say yes at a higher price by increasing our value to
price discrepancy. In other words, we will raise our price only after we have sufficiently increased our value. This way, they
still get a great deal (think buying $100,000 of value for $10,000). It’s ‘money at a discount.’
FREE GIFT #3: BONUS TUTORIAL & FREE DOWNLOADS: Charge What It’s Worth
If you want to know how I create value discrepancies for B2B or B2C products, go to Acquisition.com/training/offers course then watch “Charge
What It’s Worth” for a short video tutorial. My goal is to gain your trust and deliver value in advance. As such, it’s absolutely free. Enjoy.
Why Y
ou Should Charge So Much It Hurts
Most business owners are not competing on price or value. In fact, they’re not actually competing on anything at all. Their
pricing process typically goes something like this:

1. Look at marketplace
2. See what everyone else offers
3. Take the average
4. Go slightly below to remain “competitive”
5. Provide what their competitors offers with a “little more”
6. End up at a value proposition of “more for less”
And the big secret: those competitors they are copying are dead broke. So why on earth copy them?
Pricing where the market is means you’re pricing for market efficiency. Over time, in an efficient marketplace, more
competitors enter offering “a little more for a little less,” until eventually no one can provide any more for any less. At this
point, a market reaches perfect efficiency, and the business owners participating make just enough at the end of the month to
keep going. The bottom 10-20 percent of operators get washed out or lose the will to fight. Then fresh business owners enter
with no idea and repeat the process of their forefathers. And around and around they go.
In plain words, pricing this way means you are providing a service at just above what it costs for you to stay above water.
We are not trying to stay barely above water. We are trying to make egregious amounts of money that will have your relatives
asking if what you are doing is legal. Again, we are not trying to get the most customers. We are trying to make the most money.
That being said, since there is no strategic benefit to being the second-lowest priced player in your marketplace. Allow me
to give you a brief overview of why I see premium pricing as not only a very smart business decision, but a moral one.
Furthermore, it’s the only choice that will allow you to truly provide the most value, a unique and strong position in the
marketplace. Let me introduce you to the virtuous cycle of price.
Virtuous Cycle of Price

I have used this framework in most of the materials I release because it needs to be consistently reinforced. The forces of
the marketplace will grate on your belief system. You must stay strong and ignore them! Here’s the basic premise of why you
need to charge a premium if you want to best serve your customers.
When you decrease your price, you . . .
. . . Decrease your clients’ emotional investment since it didn’t cost them much
. . . Decrease your clients’ perceived value of your service since it can’t be that good if it’s so cheap, or priced the same as
everyone else
. . . Decrease your clients results because they do not value your service and are not invested
. . . Attract the worst clients who are never satisfied until your service is free
. . . Destroy any margin you have left to be able to actually provide an exceptional experience, hire the best people, invest
in your people, pamper your clients, invest in growth, invest in more locations or more scale, and everything else that you had
hoped in the goal of helping more people solve whatever problem it is that you solve.
In essence, your world sucks. And to make matters worse, your service probably sucks because you are squeezing blood

from the proverbial stone. There’s just not enough money left over to make something exceptional. As a result, you fall in line
with the armies of average businesses that race to the bottom. I’ve lived that life. It’s terrible. If you love your customers and
your employees, please stop short-changing them when there is a better way.
Here’s the reverse. This is what happens when you raise your prices.
When you raise your prices, you . . .
. . . Increase your clients’ emotional investment
. . . Increase your clients’ perceived value of your service
. . . Increase your clients’ results because they value your service and are invested
. . . Attract the best clients who are the easiest to satisfy and actually cost less to fulfill, and who are the most likely to
actually receive and perceive the most relative value
. . . Multiply your margin because you have money to invest in systems to create efficiency; smart people; improved
customer experience; scale your business; and, most importantly of all, to keep watching the number in your personal bank
account go up, month after month, even with reinvesting in your business. This allows you to ultimately enjoy the process for
the long haul and help more people as you grow, rather than burning out and shriveling into obscurity.
To swing the argument even further in favor of higher prices, here are a few interesting concepts. When you raise your
price, you increase the value the consumer receives without changing anything else about your product. Wait, what? Yes.
Higher Price Means Higher Value (Literally)
In a blind taste test, researchers asked consumers to rate three wines: a low-priced wine, a medium-priced wine and an
expensive wine. Throughout the study, the participants rated the wines with the prices visible. They rated them, unsurprisingly,
in order of their price, with the most expensive being the “best,” the second most expensive being “second best,” and the third,
cheapest option, being rated as “cheap wine.”
What the tasters didn’t know is that the researchers gave them the exact same wine all three times. Yet, the tasters reported
a wide discrepancy between the “high priced” wine and the “cheap” wine. This has deep implications for the direct
relationship between value and price.
In essence, raising your prices can directly enhance the value you provide. What’s more, the higher the price, the more
allure your product or service has. People want to buy expensive things. They just need a reason. And the goal isn’t just to be
slightly above the market price — the goal is to be so much higher that a consumer thinks to themselves, “This is so much more
expensive, there must be something entirely different going on here.”
That is how you create a category of one. In this new perceived marketplace, you are a monopoly and can make monopoly
profits. That is the point.
One final point I want to drive home: if you offer a service where a customer must do something in order to achieve the
result, or solve the problem you say you solve, they must be invested. The more invested they are, the more likely they are to
achieve the positive result. Therefore, it follows that if you care about your customers, you should get them as invested as
humanly possible. Ideally, this means pricing your services or product in such a way that it stings a little when they buy. That
sting will force and focus their attention and their investment in your product or service. Those who pay the most, pay the most
attention. And if your customers are more adherent and follow through, and if they achieve better results with your service than
your competition, then you are in a very real way providing more value than anyone else. This is how you win.
But I know this isn’t easy, and it shouldn’t be. Your product must deliver. So many wish to shortcut the real work. Do that
and you will fail. In the real world, to have the “gonads” to charge big ticket prices, you must outwork your self doubt. You
must be so confident in your delivery, because you have done it so many times, that you know that this person will succeed.
Experience is what gives you the conviction to ask for someone’s entire year’s salary as payment. You must believe so deeply
in your solution that when you look at yourself in the mirror at night, alone, your conviction remains unshakable. So let me
bring this section home with my personal experience.
My Premium Price Experience
In my first niche consulting business — Gym Launch — I teach gym owners a better business model. Before productizing
my consulting services, I flew out to 33 gyms in 18 months to do full turnarounds.

We would fly out, fix everything in the gym, and relaunch it in 21 days. We would average an increase in $42,000 in
additional sales in 21 days. It was wild. My fee was the 100% of the revenue I would bring in.
At our peak, we were turning around eight gyms a month. This quickly became a logistical nightmare. After the wear and
tear of living in motels month after month after month, I thought to myself there has to be a better way to do this.
One month, there was a gym we were scheduled to go fly out to. But, I simply didn’t want to do it. So I told them we were
going to cancel the engagement. The gym owner practically threatened me to help him. So I said I would help him, but he would
have to do all the work, but I would show him how.
Within thirty days, this gym had made almost $44,000 in new up front cash collected sales (4x their previous month). As
soon as I saw that my process could be duplicated from afar, without me having to fly people in. . .our business exploded. I had
found the missing link because my travel schedule was no longer a constraint. We went on to sell 4000+ more gyms over the
next few years (and counting) using a done-with-you rather than a done-for-you model. But. . .back to premium pricing.
When I entered the space, low-price competitors offered full-service marketing for $500 per month, with a single high-
price competitor charging $5,000 for his product.
I wanted to be the premium price leader. I wanted to be so expensive that it created allure around what we were doing. So,
we came in at three-times the highest-priced player and 32 times more than the lower-priced players. A price of $16,000 for a
16-week, done-with-you intensive. Then we upsold 35 percent of those people into a three-year, $42,000/year agreement for us
to help them grow their gyms.
For context: The average gym owner makes $35,280/year in take-home profits. If that’s the average, it means half make
even less than that. So for many of them, they were committing to half of their yearly pay or more to buy our program. And I
was selling this to grown men as a kid in his twenties, telling them I was going to help them make more money. This was
possible because my conviction was stronger than their skepticism. How?
Based a voluntary survey taken at our last full company event, with 158 gyms responding, we found that a Gym Launch gym
who has been in our program for 11 months will experience the following average improvements:
Top Line Revenue Growth: +$19,932/mo (+$239,000/yr)
Recurring Revenue Growth: +$13,339/mo (+$160,068/yr)
Bottom Line Growth (Profit): From $2,943/mo to $8,940/mo (3.1x!)
Client Growth: +67
Churn (% of clients who leave each month): From 10.7 percent to 6.8 percent
Retail Sales: +$4,400/mo in retail product sales revenue
Prices: From $129/mo to $167/mo
The survey just proved what I already knew. I had complete conviction in our product.
I knew it worked. I had outworked my self-doubt.
Summary Points
What should you take from this?
First and foremost, charge a premium. It will allow you to do things no one else can to make your clients successful. We
were able to charge a premium because we provided more value than anyone else in the industry. In a real way, we were
charging on a fraction of what our clients made using our system. This is important. Our clients still got a deal. The gap
between what they paid (price) and what they got (value) was massive. As a result, the virtuous cycle continued to spin. We
charged the most money. We provided the most value.
Our gyms remained the most competitive, made the most money, always had the latest and best acquisition systems, and had
the support to implement them at lightning speed.
We made many mistakes along the way, but our pricing model was not one of them. It allowed me the room to make big bets
without losing the farm. The truth is that 99 percent of businesses need to raise their prices to grow, not lower them. Profit is
oxygen. It fuels the fire of growth. You need it if you want to reach more people and make a bigger impact.

In order to charge so much, though, you must learn to create tremendous value. Let’s head there next.

SECTION III: VALUE - CREATE YOUR OFFER

HOW TO MAKE OFFERS SO GOODPEOPLE FEEL STUPIDSAYING NO

I
VALUE OFFER: THE VALUE EQUATION
“We question all of our beliefs, except for the ones we really believe in, and those we never think to question.”
ORSON SCOTT CARD
want to be abundantly clear: the goal should be to charge as much money for your products or services as humanly
possible. I'm talking heinous amounts of money. That being said, anyone can raise their prices, but only a select few can
charge these rates and get people to say yes.
From this point forward, you must abandon any notion you have about “what's fair.” Every enormous company in the world
charges you money for things that cost them nothing. It costs pennies for the phone company to add an additional user, except
they don’t mind charging you hundreds per month for access. It costs pennies to manufacture pharmaceutical drugs, but they
don’t mind charging hundreds of dollars a month for it. Media companies charge advertisers a king’s ransom for your eyeballs,
and it costs them next to nothing to get you to like kitten photos on social media. You need to have a big discrepancy between
what something costs you and what you charge for it. It is the only way to be unreasonably successful.
Many entrepreneurs believe that charging “too much” is bad. The reality is that, yes, you should never charge more than
your product is worth. But you should charge far more for your product and services than it costs to fulfill it. Think up to a
hundred times more, not just two or three times more. And if you provide enough value, it should still always be a steal for the
prospect. That is the power of value. It unleashes unlimited pricing and profit power to scale your company.
For example, one of my private clients (whose company I have equity in) is in the photography space. Over two years,
implementing the tactics outlined in this book, the owner was able to increase the average ticket from $300 to $1,500. That’s a
5x increase (gasp). Even cooler, they now spend less time per customer, and have higher customer satisfaction. The 5x
increase in average ticket, 38x’d the profit of the business. It went from making $1,000/wk in profit to $38,000/wk in profit,
and continues to grow. As a result, the company was finally able to continue to scale to multiple locations and provide
meaningful work to great employees. And a fun benefit, we were able to donate even more money to children’s charities which
is something the owner and I have in common (almost $500,000 at the time of this writing). But none of that would have been
possible without figuring out what people valued most, tripling down on it, and ruthlessly eliminating everything else. A 5x
price increase may seem crazy to you, but clients voted with their dollars that what the company provides now is far better
than what it did before. Cracking value opens up the world of unlimited profit, impact and possibilities.
Those who understand value are the ones who will be able to charge the most money for their services. The good news is
that there is a repeatable formula that I have created (I’ve never seen it displayed elsewhere) to help quantify the variables that
create value for any offer. I call it The Value Equation. Once you see it, you can never unsee it. It will operate in your
subconscious, running in the background, calling out to you. It’s a new lens through which to see the world.
The Value Equation

FREE GIFT #4: Value Equation Bonus Tutorial & Free Download(s):
If you want to know how I break down a businesses core offering into something more valuable go to acquisition.com/offers and select the “Value
Equation” video to watch a short tutorial. I also included a downloadable checklist. My goal is to gain your trust and deliver value in advance. As such,
it’s absolutely free. Enjoy.
As you can see from the picture, there are four primary drivers of value. Two of the drivers (on top), you will seek to
increase. The other two (on the bottom), you will seek to decrease.
1. (Yay) The Dream Outcome (Goal: Increase)
2. (Yay) Perceived Likelihood of Achievement (Goal: Increase)
3. (Boo) Perceived Time Delay Between Start and Achievement (Goal: Decrease)
4. (Boo) Perceived Effort & Sacrifice (Goal: Decrease)
If you noticed the questions in the last section that my father asked me, you’ll see they corresponded with these pillars:
What will I make? (Dream Outcome)
How will I know it's going to happen? (Perceived Likelihood of Achievement)
How long will it take? (Time Delay)
What is expected of me? (Effort & Sacrifice)
Get The Bottom To Zero
In the beginning of my career, I focused all my attention on dream outcomes and the perception of achievement (social
proof, third-party edification, etc). In other words, the top side of the equation. That’s where beginner marketers make bigger
and bigger claims. It’s easy, and it’s lazy.
But as time has gone on, I have realized that these larger-than-life claims are the easiest to establish (and therefore less
unique). After all, anyone can make a promise. The harder, and more competitive, are the Time Delay and Effort & Sacrifice.
The best companies in the world focus all their attention on the bottom side of the equation. Making things immediate,
seamless, and effortless. Apple made the iPhone effortless compared to other phones at the time. Amazon made purchasing a
single click of a button and made purchases arrive almost immediately (maybe by the time you read this, they’ll be sending
drones to our doors within 60 minutes). Netflix made consuming television immediate and effortless. So, the older I get, the
more I have shifted my focus to “the hard stuff” — decreasing the bottom side of the equation. And I believe the better you do
this, the more you will be rewarded by the marketplace.
Final note: The reason this is a division equation and not an addition (“+”) is that I wanted to convey one key point. If you

100M Offers (Alex Hormozi) (z-lib.org).pdf

100M Offers (Alex Hormozi) (z-lib.org).pdf

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